FIRO – Stages of Team Development

Will Schutz, an American psychologist developed this theory, which he called the FIRO theory – Fundamental Interpersonal Relationship Orientation, when he carried out a study for the US Navy into the efficiency of various groups on board US warships. The US Navy wanted to discover why certain groups worked better than others in spite of all the members having the same level of competence and training.

In the course of his research, Will Schutz found that a group went through three phases in its development towards unity and efficiency. These phases and the features that characterise them are illustrated in the diagram below:

A group working towards the goals of unity and efficiency must pass through the phases in the order shown to succeed. The process of group development is thought to be cyclical. A group which through development has reached the third phase – openness – will eventually return to the previous phases as a result of, for example, to the assignment falling outside the groups framework, or the addition or loss of a new member to the group.

The more mature a group is, the shorter the time it will take to reach the third phase.

The group’s energy

To solve the most important questions for the group, the members of the group must contribute a lot of energy. Where this energy is focused depends on which phase the group is in or on its level of maturity.

During the inclusion phase energy is focused on questions concerning membership. A lot of time is needed at this stage to find out how much you are prepared to adapt yourself to the others, how you accept them and what resources are available.

To enter the control phase you must be prepared to take chances and risk exclusion or other consequences. If the group is to be able to progress it is important to dare to take chances. During the control phase matters of leadership are crucial to the group’s development. Now is the time to allocate responsibility, deal with conflicts and determine what role you want within the group. This phase is the most difficult and often requires the most time.

Once the group members have discovered their roles the group can move on to the openness phase. This is generally experienced as a strong feeling of satisfaction and contentment as any conflicts that arose have been solved. The start of this phase is characterised by considerable caution, and it is important to maintain the good atmosphere and feeling that has appeared. The group’s energy is directed at preserving this unity and openness. Here, the leader’s efforts play an major role in avoiding stagnation. During the rest of the phase, the group’s energy is concentrated on further developing positive means of communication, confidence and acceptance of one another.

In the openness phase the group does not need to solve membership questions or conflicts, instead the group’s energy can be used for solving assignments efficiently. Relationship problems are solved as they arise.

If the problems in each phase are not tackled successfully, the cycle is reversed i.e. the group returns to the preceding phase.

Overview of the phases

Inclusion phase

THE MEMBERS:

try to get to know one another

are very polite to one another

create the emotional starting point for their own and others’ future actions

show little need of finding a group identity

attempt to read and interpret non-verbal and symbolic signals

require order and structure

show great dependence on the leader

put forward many suggestions for activities for the group, of which few are followed up

are unwilling to reveal and talk about their “hidden motives”

question their own and other’s values

try to foresee the behaviour they can expect from the other group members

show a strong need to be accepted by the group

create few or no serious conflicts

exhibit a strong need to understand the group’s goals and game rules

take few personal risks

show that they are unsure if they will or will not be a part of the group

take part in endless discussions about unimportant things

try to orientate themselves – Why am I/we here? Is this the right group for me/them? Can I/they work in the same group? Can I be myself in this group? What will they require of me what will I require of myself? What rules will apply?

Comfortable phase

Before a group enters the control phase, the group must first pass through an intermediate phase, the comfortable phase. The group enters this phase when the last of the inclusion questions has been solved, i.e. when they finally feel that everyone is a part of the group. During the inclusion phase the group has consciously avoided all important conflicts, especially those concerning leadership, because the members are aware of how difficult it is to deal with questions of power and responsibility. The group uses the feeling of contentness to gather strength and avoid for as long as possible having to solve the questions which lie ahead of them.

THE MEMBERS:

develop a feeling of “we are all part of the group”

begin to reveal hidden motives and values during discussions about the group’s goals

begin to take more risks and show that they are less concerned about being accepted by the rest of the group

demonstrate more openly their degree of commitment within the group

Control phase

A group can remain in the comfortable phase for quite some time. For the group to progress it must have an assignment which requires that a leader be appointed from within the group, or that someone compares the member’s competence and ability.

When one or more of the members of the group begins to try control the group or direct the group’s work, the group enters the next phase – the control phase.

THE MEMBERS:

form groups within the group and exhibit fewer group tendencies.

compete more openly with one another and between sub-groups.

use accepted excuses for questioned behaviour.

try to convince the others that their view is the correct one.

show that they refuse to be influenced by others.

become increasingly involved in conflicts, which also increase in intensity.

try, with the help of others, to assume or avoid leadership.

try to solve conflicts that arise through voting, compromise or by seeking external assistance.

actively try to discover their colleagues “hidden motives” but are cautious about revealing their own.

give each other feedback which is often cutting and aggressive.

show they are no longer concerned whether the group accepts them or not.

take big risks and show that they are prepared to accept the consequences of their actions, even if this means expulsion from the group.

exhibit a considerable need for structure and leadership, but are unwilling to allow anyone in the group to satisfy this need

go against the formal leader

try to minimise the stress caused by conflicts by taking refuge in irrelevant activities.

Idyll phase

The idyll phase is normally preceded by an serious conflict between the members, or a crisis in the group normally about leadership.

After experiencing a conflict and reaching a solution the group often feels itself “redeemed” or “cleansed”. The feeling is almost impossible to describe, but no-one who has experienced it can mistake it.

THE MEMBERS:

begin to identify the conflicts and the persons involved using more straight forward and honest language

show greater willingness to find solutions to conflicts and hence to change their own opinions and positions

allocate leadership, roles and responsibility within the group based on an objective discussion of the individual’s competence and virtues

develop a group identity and understand their roles within the group.

Openness phase

THE MEMBERS initially:

The transition from idyll to openness requires far-sighted leadership both within the group and within the organization the group belongs to.

Many groups never reach the openness phase but instead remain in the idyll phase, especially if they are working in an organization which rewards competition between groups in an inappropriate way.

deal with conflicts as they arise

display synergy, i.e. have discovered that collaboration within the group often gives better results than individual efforts